Frequently Asked Questions

A Special Situation is a business, property, development or construction matter where value, control, funding or completion may be at risk. This may include financial pressure, project delays, cost overruns, management gaps, lender concerns, incomplete developments, disputes, refinancing requirements or a business that is no longer performing as expected. Our approach is to establish the facts, preserve the value and execute a practical pathway.

As early as possible. The more time available, the more options there may be to protect value, restructure the position, complete the project or avoid a forced outcome. Waiting until cash, time or stakeholder support has been exhausted can materially reduce the available options.

Our Lenders & Special Situations division supports private lenders, private credit funds, non-bank lenders and family offices across property, development and corporate lending. The engagement identifies the client, our responsibilities and who we are appointed to represent.

We establish the facts. This may involve reviewing the business, property, project, contracts, funding, costs, program, reporting, management arrangements and immediate risks. We then identify the decisions that must be made, the information still required and the practical pathways available.

Yes, depending on the formal engagement. HPSCP may be appointed as a client-side adviser, lender-side adviser, lender’s agent, project monitor or investment manager. Before accepting the engagement, the client, scope, responsibilities, authority, confidentiality requirements and reporting obligations must be clearly defined. HPSCP must remain independent in performing the role for which it has been appointed. We will not represent opposing parties in the same matter where an actual or potential conflict cannot be properly identified, disclosed and managed.

The pathway depends on the facts. Options may include: operational or management changes; project recovery or completion; revised development or construction arrangements; refinancing or recapitalisation; additional equity or temporary capital; restructuring; negotiated stakeholder arrangements; preparing the business or property for sale; or an orderly exit. We do not assume that one pathway is right for every matter.

No. Where legal, insolvency, engineering, building, valuation, tax or other specialist advice is required, the appropriate adviser must be engaged. HPSCP may coordinate those advisers and bring their work into the broader commercial and execution strategy.

Special Situations are treated as priority matters because delays can reduce available options, increase costs and place further value at risk. We will respond promptly, take the initial call, establish the immediate facts and identify what needs to happen first. If HPSCP accepts the engagement, we will agree the initial scope, authority, priorities and fees as quickly as practical so work can begin without unnecessary delay. Where legal, insolvency, engineering, building or other specialist support is required, we will identify and coordinate the appropriate advisers early. No outcome can be guaranteed, but we will act quickly, maintain momentum and keep the matter moving.

Yes. You do not need a finished business plan, finance approval or a practice already identified. We can talk through what you are considering, where you want to get to and what may be holding you back. From there, we can help you understand the practical next step. The discussion also allows us to decide whether HPSCP is the right fit. We only accept work where we believe our skills and experience can add real value.

It is a straightforward conversation about you, your plans and the opportunity you are considering. We will ask questions, identify any obvious issues and explain what we think the next step should be. Sometimes that will lead to further work. Sometimes the right answer will be to pause, change direction or speak with someone else.

The first 15-minute exploratory meeting is free. It gives us both an opportunity to understand what you are considering and decide whether there is a good fit. HPSCP only accepts a limited number of matters where we believe our skills and experience can add real value. If we believe we can help, we will outline a practical pathway forward, including the proposed scope, timing and fees. If we are not the right fit, we will tell you early and, where possible, try to introduce you to someone better suited. Nothing proceeds unless we both choose to move forward.

Bring as much information as you have, but do not worry if you are still at the early idea stage. You may have a business, property or opportunity already identified, or you may simply know that you want to start, buy or grow. Let’s have a conversation first. We can then help you work out what information is needed and what the next step should be.

No. You may already have a practice in mind, or you may simply know that you want to become an owner or grow your current business. Where the search suits our capability, we can help identify and assess suitable opportunities.

We work with healthcare professionals preparing to become owners, start-ups, small and medium-sized operators, larger private groups and corporate healthcare organisations. We are particularly interested in entrepreneurial operators who want to build something meaningful, grow an existing business or own the property behind it. Size alone does not determine whether we are the right fit. We consider the operator, the opportunity and whether our experience can make a genuine difference.

Yes, where the opportunity suits our experience. We can help you work through the business model, location, property, funding, forecasts, advisers and the practical steps required to open. We will also tell you if we believe the proposed business is not ready or the assumptions need more work.

Yes. You may already have a business in mind, or we may help you search for one. We can assist with the assessment, due diligence, negotiations, funding structure and purchase process. We will not recommend buying simply because an opportunity is available.

There is no standard answer. Buying an existing practice may give you patients, staff, systems and cash flow from the beginning. The difficulty is that there are not always many quality healthcare businesses available to buy. Starting a new practice gives you more freedom to build the business your way, but it normally takes longer to establish. We compare the cost, risk, timing and likely outcome of both pathways before recommending an approach.

Yes. We look beyond the asking price and assess the earnings, clinicians, patients, staffing, lease, systems, equipment, risks and goodwill. Where required, we can also coordinate an independent valuation opinion. Our role is to help you understand what you are buying and whether the price and structure make commercial sense.

Yes. This is one of the areas where we add the most value. We can coordinate the commercial and financial due diligence, manage the different advisers and help negotiate the price, payment structure, conditions and other key terms. Your accountant and lawyer remain responsible for their specialist advice. We bring the work together and keep the transaction focused on the overall commercial outcome.

Yes. We may identify opportunities through our webinars, database, healthcare operators, brokers, professional advisers, industry relationships, direct approaches and market research. We have also developed our own direct-approach process for identifying and contacting suitable operators. Some opportunities may never be publicly advertised. We cannot promise that every search will produce an exclusive or off-market business, but we are not limited to opportunities already listed for sale.

Yes, but another location is not always the right first step. We will assess whether the existing business has the cash flow, systems, management and leadership capacity to support growth. If the foundation is not ready, we may recommend strengthening the current business before expanding.

Yes. HPSCP is an advisory firm first. You may engage us for opportunity search, assessment, due diligence, negotiation and transaction support while using your own capital and bank finance. Investment is available where required and appropriate. It is not a condition of working with us.

We can do more than prepare a report. Depending on the engagement, we may help find the opportunity, manage due diligence, coordinate advisers, negotiate terms, structure the transaction and support implementation. We only take on work that suits our skills and has been clearly agreed.

Yes. We can help turn the opportunity into a practical commercial plan with clear assumptions, costs, funding requirements and performance expectations. The purpose is not to produce optimistic numbers. It is to understand whether the opportunity is viable and what needs to happen next.

Yes. We may help negotiate the price, payment structure, timing, transition arrangements and other key commercial terms. Your lawyer remains responsible for the legal advice and transaction documents.

Yes, where the business and project suit our capability. This can work particularly well for multi-doctor practices, specialist groups and multi-specialist day hospitals where the business, property, funding and delivery requirements need to be coordinated. We may assist with the business plan, property, funding, advisers, systems, fit-out, equipment coordination, management and opening process.

Yes. Depending on what the business needs, we can provide ad hoc advice, short-term management support or an ongoing management role. The scope is agreed from the beginning. Our role may be to establish the business, solve a particular problem, strengthen the management team or support longer-term growth.

Yes. Sometimes that is the better decision. We can assess whether the existing business has the financial reporting, profitability, systems, management and leadership capacity needed to support another location. If the foundation is not ready, strengthening the current practice first may prevent a much larger problem later.

We first establish why. The issue may relate to revenue, costs, clinicians, staffing, billing, debt, reporting or management. Once the cause is understood, we can decide whether the business needs operational changes, more time, management support, additional capital or a different strategy.

Potentially. Problems may arise from management gaps, poor reporting, staffing, debt, cash flow, property costs, weak systems or a business model that is no longer working as expected. We first establish the facts and then consider whether the business needs operational change, management support, refinancing, recapitalisation, restructuring or another pathway. If another specialist is required, we will say so early and work alongside them where appropriate.

No. HPSCP is an advisory firm first. You may engage us without HPSCP investing in your business. Investment is considered only where it is required, the opportunity is viable and the structure suits both parties.

Where there is a clear pathway to growth and our capital, management support and experience can add real value. This may involve short-term support with an agreed operator buyout pathway. For selected entrepreneurial operators who want to become founding partners in a larger healthcare group, we may take a longer-term partnership approach. Not every business or operator will suit either model.

The model is intended to remain operator-led. Your role, ownership and decision-making responsibilities are agreed before we invest. HPSCP will normally require approval rights over major financial and strategic decisions while our capital remains involved.

Definitely not. Clinical decisions and patient care remain with appropriately qualified healthcare professionals. Our role is in the commercial, operational, property, management, capital and transaction areas. Everyone should remain responsible for the work they are qualified and experienced to perform.

That is agreed and documented from the beginning. Day-to-day decisions normally remain with management. Major matters such as additional borrowing, issuing shares, selling significant assets or materially changing the business plan may require agreement between the parties.

That depends on what the business needs and what has been agreed. Support may include reporting, operational review, management assistance, lender engagement, growth planning, property delivery and preparation for refinancing or buyout.

For short-term arrangements, a buyout may be possible in as little as six months where commercially practical. The actual timing depends on business performance, lender readiness and the minimum investment period agreed at the beginning. Longer-term partnership arrangements are treated differently and agreed separately.

Potentially. The ability to do so depends on the agreed documents, minimum investment return and available funding. The early-buyout position will be made clear before HPSCP invests.

We agree a clear pathway in and out before HPSCP invests. There is no one-size-fits-all structure. The fees, investment return, valuation method, timing and buyout rights will be clearly explained before anything proceeds. We approach every investment with the aim of achieving a fair outcome for both parties. If we cannot see a genuine win-win pathway, we will not proceed.

Tell us early. The parties may consider more time, a partial buyout, refinancing or another agreed pathway. None of these outcomes is automatic. Leaving the discussion until the deadline usually reduces the available options.

That depends on the advisory work, management support and capital provided. The fees, returns and buyout arrangements will be clearly explained in the proposal and formal documents before anything proceeds.

Because your overall position and the new transaction are different. The bank may now be considering your combined debt, the performance of your first practice, your ability to manage more than one location and the cash required to support both businesses. It does not automatically mean the new opportunity is poor. It may simply no longer fit the lender’s current policy in the same way.

A profitable practice is important, but it is only one part of the bank’s assessment. The bank may be concerned about total debt, repayments, management capacity, the purchase price, available security, the quality of the financial information or the risks associated with the new transaction. We can help identify the actual concern before deciding whether to restructure the proposal, approach another lender or stop.

The bank may not believe the business assets and cash flow provide enough protection for the proposed loan. Some specialist healthcare lenders may take a different view depending on your profession, the strength of the business and the transaction. We can help you understand why the security is being requested and whether another option may be available.

A lender will generally consider your experience, existing debt, personal and business income, cash flow, repayments, the purchase price, available security, your contribution and the overall risks of the transaction. Different lenders may assess the same opportunity differently. The lender needs to suit the transaction—not simply offer the lowest headline interest rate.

Possibly, although they may be funded through different facilities. The funding structure should leave enough cash available to operate the business after settlement. Funding the purchase but leaving the business without adequate working capital can create an immediate problem.

We first establish why the funding gap exists. The answer may involve renegotiating the price, changing the structure, approaching another lender, staging the transaction or contributing more equity. Where the underlying opportunity is strong, short-term HPSCP capital may also be considered. We will not recommend filling a funding gap simply to make a weak transaction proceed.

Yes. We can help present the opportunity, assumptions, funding requirement and future pathway clearly. You do not need to abandon a good existing banking or broker relationship.

Yes. That is often part of the pathway. We may help improve reporting, management, business performance or the transaction structure so the business becomes more suitable for conventional bank finance. Future refinancing will always remain subject to the lender’s policy and approval.

Yes. If you want to buy the property you already occupy, the first challenge may be convincing the owner to sell. That can be difficult, but it is not always impossible. We can assess the position, approach the owner where appropriate and help you understand what a purchase may involve. If the owner does not want to sell, the alternative may be to find another suitable property nearby and relocate. Either way, we can help you work through the options.

Potentially. The earlier we start, the more options you are likely to have. We can assess your current premises, search for alternatives and compare renewing the lease with buying, converting or developing another property. A rushed property decision is rarely a good one.

We see many healthcare operators paying more than the current market rent. We first review the lease, the rent-review dates, the review method and the conditions that apply. We can then undertake a market analysis and assess whether the proposed rent is supportable. We also compare the total cost of staying with the cost of relocating and purchasing another property. The answer may be to negotiate, remain where you are, relocate or create a pathway to ownership.

No. We can help define the property brief, identify suitable locations and search for opportunities before you commit to a particular site.

Yes. You may engage HPSCP for location research, property search, due diligence, feasibility, acquisition, development management or project delivery while using your own capital and bank finance. HPSCP is an advisory firm first. Investment is available where required and appropriate, but it is not a condition of working with us.

We may assist with individual consulting premises, healthcare centres, property conversions, extensions and new developments. We work with start-ups, small and medium-sized operators, larger private groups and corporate healthcare organisations. Project size alone does not determine whether we are the right fit. We consider the healthcare use, complexity, work required and whether our experience can add real value.

Yes, where the search suits our capability. We prepare the property brief around the healthcare business you want to build. This may involve a larger property for future growth, a smaller and more efficient premises or a different location. The aim is not simply to find an available building. It is to find a property that supports the business operationally, financially and over the longer term.

We start with the healthcare service and the patients you want to support—not with an available building. We consider local demand, demographics, competition, population growth, referral sources, nearby healthcare services, access, parking and staff availability. The property should support the business plan, not dictate it.

The research depends on the healthcare service, the proposed location and the business you want to build. It may include: population and future growth; service demand and competition; referral networks and nearby healthcare services; rents and property values; planning controls; parking and access; building suitability; and future development in the area. We use this research to develop the property brief and identify where the business is most likely to succeed.

Sometimes. We search publicly marketed properties and may also identify opportunities through agents, owners, developers, industry relationships, direct approaches and targeted research. We cannot promise that every search will produce an off-market property.

Yes. This should be checked before you commit. A property may look suitable but still have zoning, planning, parking, access, approval or building-code issues. We coordinate the appropriate planning, building and legal advisers to establish the position.

That is the purpose of due diligence. We may investigate planning, building condition, accessibility, parking, services, fit-out limitations, title, strata, flooding, contamination and likely conversion costs. If the risks cannot be resolved or the property no longer makes commercial sense, we may recommend that you do not proceed.

Yes. We can coordinate the property assessment, consultants, feasibility and commercial negotiations. Your lawyer remains responsible for the contract, title, legal searches and formal legal protections. We bring the work together so the property is assessed as part of the wider business plan.

We compare the options against your timing, available capital, borrowing capacity, location, operational needs and long-term plans. Leasing may be quicker and use less capital. Buying provides greater control and a pathway to ownership. Developing may create the best operational result but usually involves more time, cost and risk. The right answer depends on the healthcare business you want to build.

Yes. We consider rent, rent reviews, outgoings, fit-out costs, make-good obligations, purchase costs, interest, maintenance and the capital required. The cheaper option today is not always the better option over the longer term.

Yes, where the property is suitable. We assess the planning pathway, building condition, services, access, layout and likely conversion cost before recommending that you proceed. A reasonably priced property can become expensive if it is difficult to approve or convert.

Yes, where the project suits our skills and experience. We can assist with feasibility, site acquisition, planning, funding, design, consultant coordination, procurement, construction and delivery. We will also tell you early if we believe the site or project does not make commercial sense.

Yes. The feasibility tests whether the healthcare business and property work together commercially. It may include the property cost, approvals, professional fees, design, construction, fit-out, equipment, finance, timing, rent or occupancy cost and expected completed value.

We prepare one consolidated project budget rather than looking only at the property price. The budget may include: acquisition costs; legal and lender fees; planning and design; consultants and approvals; construction and fit-out; equipment and technology; finance costs; contingency; relocation; and working capital. If the full cost is not understood, the decision is not ready.

Complete the research, planning, building, design and cost assessment before becoming unconditionally committed. An attractive property or low purchase price does not necessarily make it suitable for a healthcare business. Sometimes the best property decision is to say no and keep looking.

That depends on your financial position, the healthcare business, the property, the ownership structure and whether development work is involved. Some lenders may provide strong support for suitable owner-occupied healthcare property, but only the lender can issue a formal approval. We can help you understand the likely position and introduce an appropriate lender or finance broker where required.

They involve different risks. An established practice may already have revenue and a trading history. A development also carries planning, construction, cost-overrun, completion and valuation risk. The bank may support you and the healthcare business but still decide that the development falls outside its current lending policy.

Possibly, although they may be funded through different facilities. The finance structure should reflect the type and useful life of each asset and leave enough working capital available to operate the healthcare business. We can help coordinate the funding requirement with your lender or broker.

We first establish why the funding gap exists. The options may include contributing more equity, changing the project, staging the development, approaching another lender, separating the fit-out or equipment finance, or considering HPSCP capital. We will not recommend filling the gap if the total project no longer makes commercial sense.

Yes, where appropriate. Different lenders have different requirements for healthcare property, SMSF ownership, construction, fit-out and equipment. We can introduce experienced lenders or brokers who appear suited to the proposed property and structure.

Yes. We can help present the property, feasibility, project budget, funding requirement and intended ownership or buyout pathway clearly. You do not need to change a good existing lender or broker relationship simply to work with HPSCP.

Potentially. The property and structure must comply with the applicable superannuation, tax, legal, lending and related-party requirements. HPSCP can coordinate the commercial and property pathway, but you will need independent accounting, legal, superannuation and financial advice.

Before you become legally committed to the property. Changing the purchaser or ownership structure after signing may create legal, tax, duty, finance and timing problems. Your accountant, lawyer, financial adviser and proposed lender should review the structure before the contract is signed.

Yes, where the operator, property and proposed structure meet our requirements. HPSCP may acquire an existing property or develop new premises, lease it to your healthcare business and agree the purchase pathway from the beginning. The rent, buyout timing, valuation method and purchase rights are documented before the transaction proceeds.

The operator may have a strong business and clear ownership goal but may not yet have the capital, borrowing capacity or development funding required to complete the property transaction. HPSCP may provide the temporary capital and project capability needed to secure or develop the property while establishing a pathway for the operator to purchase it as soon as commercially practical.

Potentially. The operator, related parties or other eligible investors may contribute capital alongside HPSCP, subject to the proposed structure, investment eligibility and the required legal, tax, financial and regulatory advice. The ownership and buyout arrangements must be agreed before the investment proceeds.

Potentially, but this requires specialist advice. Any SMSF participation must comply with superannuation, tax, legal, lending, related-party and investment requirements. Independent financial, accounting and legal advice must be obtained before proceeding.

The valuation method is agreed and documented at the beginning. Depending on the transaction, the price may be based on an independent market valuation, the project cost plus an agreed return, or another clearly defined method. The purpose is to give both parties a transparent pathway rather than negotiating the price again later.

Potentially. Where finance is available and the agreed conditions have been met, an earlier buyout may suit both parties. Any early purchase must follow the valuation method, notice requirements and other terms contained in the original agreement.

The lease and related agreements should clearly document your occupation rights, rent, review arrangements, purchase rights, valuation method and the process that applies if circumstances change. These documents must be prepared and reviewed by the appropriate legal advisers before the transaction proceeds.

We first review the reasons and whether an extension or alternative pathway is commercially appropriate. If the operator cannot complete the purchase within the agreed period, HPSCP may retain or sell the property in accordance with the lease, option and investment agreements. For example, the parties may agree that HPSCP can offer the property to the open market after five years if the operator has not completed the purchase. The exact terms are established before the transaction proceeds.

Yes, where the project suits our capability. We may coordinate the feasibility, property acquisition, planning, design, consultants, funding, procurement, construction, fit-out, equipment and opening process. The exact scope is agreed at the beginning so responsibility for each part of the project is clear.

The builder’s project manager works for the builder and is responsible for delivering the builder’s contract. HPSCP may act as the client-side project manager, representing your commercial interests and coordinating the wider project. This may include monitoring the contract, budget, program, quality, variations, consultants and the pathway through practical and financial completion.

Yes. We can help prepare the brief, identify the required consultants, assess proposals, coordinate the design team and manage the builder-selection process. The appointments should reflect the project’s size, complexity, healthcare use and risk—not simply the lowest quoted fee.

We can coordinate the process, but no adviser can guarantee that council approval will be granted. We may work with the town planner, architect, engineers, heritage consultant and other specialists to identify the approval pathway and address council requirements. Early due diligence reduces risk, but it does not remove it completely.

We establish the full project scope and budget as early as possible. This may include the property, design, consultants, approvals, construction, fit-out, equipment, finance, contingency, relocation and working capital. The design and documentation should be sufficiently developed before the building contract is signed so that the price and remaining risks can be properly assessed.

Problems often begin before construction starts. Common causes include incomplete design documents, unclear scope, poorly negotiated contracts, late operator changes, approval delays, unknown site conditions and inadequate contingency. Strong preparation and active project management reduce these risks, although some issues cannot be eliminated entirely.

The healthcare operator makes the clinical and operational decisions. HPSCP can help coordinate those requirements with the architect, engineers, suppliers and builder so the equipment, technology, services and fit-out work together. We do not make clinical decisions for the operator.

We establish the facts, assess the contractual and commercial position and coordinate the appropriate response. The issue may involve cost, delay, quality, design, approvals, variations or contractor performance. Where legal, engineering, building or other specialist advice is required, we bring the appropriate adviser into the process.

Yes, where appropriate. Different lenders suit different operators and transactions. We can introduce you to experienced healthcare lenders or finance brokers who appear suited to your circumstances. We will not claim that one lender is the right choice for everyone.

Yes. We prefer to work with advisers you already know and trust. HPSCP does not replace your accountant or lawyer. We coordinate the broader business, property, funding and transaction pathway so everyone is working from the same commercial plan.

Earlier than most people expect. Your accountant should be involved before the ownership and financial structure is settled. Your lawyer should be involved before you sign an offer, heads of agreement, lease or contract. Getting advice after signing may be too late.

Yes, where you do not already have the right team. We may introduce professionals with relevant healthcare, property or transaction experience. You remain responsible for deciding who you appoint.

Yes, where coordination forms part of our engagement. Transactions often become difficult when each adviser is only looking at one part. We help keep the lender, accountant, lawyer, property team and operator aligned around the full opportunity.

We work with banks, finance brokers, accountants, lawyers, property advisers, developers, builders, restructuring advisers and other professionals supporting healthcare operators and selected commercial matters. Our role is to bring together the business, property, capital and delivery requirements—not to replace the specialist advisers already involved.

We can help establish the commercial position, test the opportunity, prepare the business and property strategy, coordinate due diligence and present the funding requirement clearly. Where appropriate, we may also assist with acquisition, development, project delivery, management support or a pathway involving short-term capital. The objective is to help the operator make a sound decision and support a transaction that may become bankable as soon as commercially practical.

No. The lender makes its own credit decisions. The broker arranges finance. The accountant, lawyer and other specialists remain responsible for advice within their areas of expertise. HPSCP works alongside them to coordinate the wider commercial strategy and practical execution.

As early as possible. An introduction may be appropriate when an operator is considering starting, buying or growing a healthcare business, acquiring property, developing premises or working through a complex funding or delivery issue. Early involvement usually creates more options and reduces the risk of commitments being made before the opportunity has been properly assessed.

Potentially. We first determine whether the underlying opportunity is commercially viable and why the current structure does not meet the lender’s requirements. The pathway may involve changing the transaction, contributing more equity, staging the project, strengthening management, improving reporting or considering temporary capital support. There is no guarantee that a transaction will become bankable.

Yes, for selected matters where our experience is relevant and the scope is clearly agreed. HPSCP may act as the lender’s agent or appointed representative, with a practical mandate to protect value and drive the agreed outcome. Our role may include: commercial and project assessment; development and construction management; transaction management; lender-side monitoring and reporting; and coordination of specialist advisers. The engagement must clearly identify the client, HPSCP’s authority, reporting obligations, confidentiality requirements and any potential conflicts.

Yes. We may help establish the facts, assess the commercial position, identify immediate risks and coordinate a practical pathway. Depending on the circumstances, this may involve project recovery, management support, refinancing, recapitalisation, restructuring or preparing the asset or business for sale. Speed is critical in these engagements. Delays can reduce available options, increase costs and place further value at risk. Where legal, insolvency, engineering or other specialist advice is required, we work alongside the appropriate adviser.

Yes. Initial referrals should contain only enough information for us to understand the opportunity and determine whether a discussion is appropriate. The referring party must have authority to make the introduction and share the information provided. Confidential or sensitive documents should not be supplied until the appropriate consent and confidentiality arrangements are in place. Where a referrer seeks a referral-fee arrangement, it must be agreed in writing before the relevant engagement, transaction or capital allocation proceeds. Any referral fee remains subject to applicable legal, disclosure, regulatory, professional and conflict-management requirements.

Referrals may involve: healthcare business start-ups, acquisitions or growth; healthcare property acquisition or development; business, property or project finance; development and construction matters; lender-side agency, reviews, monitoring or representation; businesses or projects experiencing problems; and selected Special Situations. We assess each referral individually and only proceed where our skills, experience and independence allow us to add sufficient value.

Anyone may refer an opportunity to HPSCP. This may include healthcare operators, doctors, lenders, finance brokers, accountants, lawyers, industry associations, family offices, investors, property advisers, developers, builders, consultants and other professional or personal contacts. The referrer must have authority to make the introduction and share any initial information provided to HPSCP.

As early as possible. Early involvement generally provides more options and allows the commercial, property, funding and delivery issues to be assessed before commitments are made. For projects or businesses already experiencing problems, speed can be critical to preserving value and maintaining available options.

Only enough information for us to understand the opportunity and determine whether an initial discussion is appropriate. This may include: the parties involved; the nature of the opportunity or problem; the location; the proposed transaction or project; the current stage; relevant timing; and the assistance being sought. Confidential or sensitive documents should not be provided until the appropriate authority, consent and confidentiality arrangements are in place.

We review the initial information and decide whether an exploratory discussion is appropriate. Where there may be a suitable role for HPSCP, we will speak with the relevant parties, clarify the objectives and establish the immediate priorities. Nothing proceeds unless the proposed client and HPSCP both decide to move forward and the scope, responsibilities, timing and fees are agreed.

No. We are selective about the matters we accept and must remain independent in every engagement. Depending on the formal appointment, HPSCP may act as a: client-side adviser; lender-side adviser; lender’s agent; project monitor; or investment manager. The client, scope, responsibilities, authority and reporting obligations must be clearly defined before substantive work begins. Our services are provided for the benefit of the client or investors we are formally appointed to represent. We will not accept an engagement where an actual or potential conflict cannot be properly identified, disclosed and managed. If we are not the right fit, we will say so early and, where possible, may suggest another adviser or specialist who is better suited.

We limit the initial information requested and only involve people who need to understand the matter. Where more detailed or sensitive information is required, the appropriate confidentiality arrangements should be established before it is provided. Any engagement must also clearly identify the client, responsibilities, information-sharing permissions and potential conflicts.

Referral fees are not automatic. A referral fee may be considered where an introduction results in an engagement, transaction or capital allocation that HPSCP accepts and that actually proceeds. Any referral-fee arrangement must: be agreed in writing before the relevant engagement, transaction or capital allocation proceeds; clearly state the amount or calculation method; identify the conditions that must be satisfied before payment; and remain subject to applicable legal, disclosure, regulatory, professional and conflict-management requirements. No referral fee is payable merely because an introduction or initial discussion occurs.

HPSCP may work with investors who satisfy the applicable wholesale investor eligibility requirements. Registering an interest, joining the investor network or attending an Opportunity Education Webinar does not confirm eligibility or acceptance. Formal verification may be required before an investor can participate in a specific investment opportunity.

You may register through the HPSCP wholesale investor pathway or through the Clinical Investment Circle. Registration allows us to understand your investment interests, experience and preferred opportunity types. It does not guarantee access to an investment or confirm that you are eligible to invest.

No. When an opportunity becomes available, selected members of our investor network who appear to satisfy the relevant criteria may be invited to attend an Opportunity Education Webinar. The webinar may explain the opportunity, preliminary structure, key commercial considerations and indicative transaction timing. It is educational and does not constitute a formal offer or confirm wholesale investor eligibility. Investors may then be invited to express their interest. HPSCP may shortlist investors based on factors including: the available allocation; timing of the proposed investment; confirmation that capital is available; wholesale investor eligibility; investment experience; investment preferences; and the nature of the transaction. Some opportunities may be limited to a small number of suitable investors. An invitation, webinar attendance or expression of interest does not guarantee an investment allocation.

HPSCP’s principal focus is healthcare businesses and healthcare property. Both debt and equity investment opportunities may be offered. Selected opportunities may also involve property, development, construction, business investment or Special Situations where HPSCP’s experience and active involvement can add value. From time to time, HPSCP may secure other investment opportunities outside these principal areas and may present them to eligible wholesale investors where appropriate. The availability, structure and timing of opportunities will vary. Not every opportunity assessed or secured by HPSCP will proceed to investment.

HPSCP may undertake preliminary commercial assessment and due diligence work as part of considering and preparing an opportunity. The nature and extent of that work will depend on the transaction and its stage. HPSCP may also provide an early Opportunity Education Webinar to explain the preliminary opportunity, proposed structure and expected transaction timing. The webinar is educational only. It is not the formal offer document and should not be relied upon as the basis for an investment decision. Investors who progress through the process will receive the relevant formal investment documents, which may include an Information Memorandum. Investors should carefully review those documents, share them with their professional advisers, undertake their own assessment and form their own opinion before making any investment decision.

No. All investments involve risk. Capital may be delayed, reduced or lost, and forecast returns may not be achieved. The risks, proposed structure, fees, return assumptions and exit pathway will be explained in the relevant investment documents.

Where formally appointed, HPSCP will perform the investment management role described in the relevant investment documents. This role may include: investment oversight; investor reporting; monitoring performance; coordinating material decisions; and managing the investment in accordance with the agreed mandate. Depending on the opportunity, the HPSCP advisory team may also be separately appointed to provide services including: business management or operational support; development management; client-side project management; transaction management; strategic advisory services; and coordination of specialist advisers. The scope, responsibilities, fees, authority and decision-making rights applying to each role will be documented for the relevant investment.

HPS Capital Partners Pty Ltd is a Corporate Authorised Representative of Amplus Global Pty Ltd, the holder of Australian Financial Services Licence number 505929. Amplus Global may be involved in the regulatory and investment process where required. The relevant investment documents will explain the roles and responsibilities applying to each opportunity.

Not simply for making an introduction. From time to time, HPSCP may agree to pay a referral fee calculated by reference to new capital actually allocated to and accepted into an HPSCP investment opportunity from an eligible wholesale investor introduced by the referrer. No referral fee is payable merely because a person is introduced, registers their interest, attends an Opportunity Education Webinar or expresses interest in an investment. Any referral-fee arrangement must be agreed in writing before the relevant capital allocation and remain subject to all applicable legal, disclosure, regulatory and professional requirements.